LEARNING OUTCOMES At the end of this lesson, you should be able to: 1. Explain what is meant by the term management, who are managers 2. Differentiate between efficiency and effectiveness. 3. Describe the four primary processes of management. 4. Classify the three levels of managers and identify the primary responsibility of each group. 1– 3

Management Defined • Management Ø The process of getting things done, effectively and efficiently, through and with other people Ø Thus managers are task oriented, achievement oriented, and people oriented. And they operated within an organization. Ø Organization – a group of people who work together to achieve some specific purpose. • Common characteristics Ø Goals Ø Structure Ø People

More formally • Management Ø Is defined as (1) the pursuit of organizational goals efficiently and effectively by (2) integrating the work of people through (3) planning, organizing, leading, and controlling the organization’s resources. 1– 7

Management Process • Planning Ø Includes defining goals, establishing strategy, and developing plans to coordinate activities • Organizing Ø Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

Management Process • Leading Ø Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts • Controlling Ø The process of monitoring performance, comparing it with goals, and correcting any significant deviations

3. Pyramid Power: levels & areas of management

Levels of Management

Identifying Managers • First-line managers Ø Supervisors responsible for directing the day-to-day activities of operative employees • Middle managers Ø They implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers • Top managers Ø Individuals who are responsible for making decisions about the direction of the organization and establishing objectives, policies & strategies that affect all organizational members

One kind of top manager • Jeffrey Immelt, chairman & CEO, has worked at General Electric for over 28 years. Known for its consumer appliances, CEO also sells aircraft engines, lighting, and medical equipment. 1– 19

Top managers of another sort • Mark Zuckerberg, shown at the Palo Alto, California, headquarters of Facebook, has become todays most watched techno-entrepreneurs. He founded the well-known social networking site in his dorm room at Harvard during a semester break in 2004. 1– 20

Marissa Mayer • She joined Google as a search company’s firs female engineer, overseeing the development of Web search, Google Earth, and Google Desktop, and several other products. Leading this specialized sort of research & development activity makes her a functional manager. 1– 23

Examples of general manager • Former CEO Anne Mulcahy of Xerox Corp. • Small company CEOs Gayle Martz, head of Shepra’s Pet Traiding Co, , $4 million NY Company with 10 employees that sell travel carriers for dog and cats. 1– 24

Types of Organizations • For profit organizations: For making money Ø They formed to make money, or profit, by offering products or services. • Nonprofit organizations: For offering services Ø Nonprofit organizations may be either in the public sector, such as our University, or in the private sector, such as University of Astana. Examples: hospitals, colleges, and social-welfare agencies. Ø One type of nonprofit organizations is called commonweal organizations, which offer services for all clients: military services, Postal services, local Fire and Police departments

General Skills for Managers • Conceptual skills Ø Consists of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together. Particular important for top managers. • Interpersonal skills / Human skills Ø A manager’s ability to work with, understand, mentor, inspire trust and motivate others, both individually and in groups. • Technical skills Ø A manager’s ability to use the tools, procedures, and techniques of a specialized field. Having the requisite technical skills seems to be most important at lower levels of management. 1– 31